o
o
P.I.I.M.T
American University of Leadership
Ahmed Hanane, MBA, Eng, CMA, Partner
email: [email protected]
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Leadership and
The Project Manager
04-02
o
Project screening methods:
o Checklist model
o Simplified scoring models
o Analytic hierarchy process
o Financial models screening methods
o Project Portfolio management
o Key to success project portfolio management
o
o
o
o
o
Team
Team
Team
Team
Team
1
2
3
4
5
After completing this chapter, students will
be able to:
 Understand how project management is a
“leader intensive” profession.
 Distinguish between the role of a manager
and the characteristics of a leader.
 Understand the concept of emotional
intelligence as it relates to how project
managers lead.
 Recognize traits that are strongly linked to
effective project leadership.
04-05
After completing this chapter, students will
be able to:
 Understand the implications of time
orientation on project management.
 Identify the key roles project champions
play in project success.
 Recognize the principles that typify the
new project leadership.
 Understand the development of project
management professionalism in the
discipline.
04-06
FIGURE 4.1 Tanning Pits in the Medina, Fez
04-07
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
“The ability to inspire confidence
and support among the people who
are needed to achieve
organizational goals.”
Project management is leader
intensive!
04-05
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall


Managers have official titles in an organization
Leaders focus on interpersonal relationships
rather than administration
Important differences exist between the two on:
•Creation of purpose
•Network development
•Focus timeframe
04-09
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
•Outcomes
•Execution
do the right thing
Command respect
develop new processes
innovate
focus on people
LEADERS
originate
focused on potential
earn their position
have long-term goal
do things right
Demand respect
maintain the status quo
administer
inspire trust
focus on systems
MANAGERS
imitate
state their position
04-010
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
strive for control
focused on the bottom line
short-term view
Figure 4.2
Mary Kay management strengths (per
Kotter)
X
Creative /
Visionary
X
X
X
Detail / Control
Project managers function as mini-CEOs
and manage both “hard” technical
details and “soft” people issues.
Project managers:
 acquire project resources
 motivate and build teams
 have a vision and fight fires
 communicate
04-012
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Project are under funded for a variety of
reasons:

vague goals

no sponsor

requirements understated

insufficient funds

distrust between managers
04-013
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
It is critical for a project manager to
maintain strong contact with all
stakeholders
Project meetings feature task oriented
and group maintenance behaviors and
serve to:
o update all participants
o increase understanding & commitment
o make decisions
o provide visibility
04-14
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Emotional intelligence refers to leaders’ ability to
understand that effective leadership is part of the
emotional and relational transaction between
subordinates and themselves.
Five elements characterize emotional intelligence:

Self-awareness

Self-regulation

Motivation

Empathy

Social skill
04-15
A number of studies on effective
project leadership reveal these common
themes:

Good communication

Flexibility to deal with ambiguity

Work well with project team

Skilled at various influence tactics
04-16
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
•
•
•
•
Alignment
timeline orientation
future time
perspective
time span
time conception
04-17
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
•
•
•
•
•
Skills
warping
creating future vision
chunking time
predicting
recapturing the past
Champions are fanatics in the
single-minded pursuit of their pet
ideas.
Champions can be:
ocreative originators
oentrepreneurs
ogodfathers or sponsors
oproject managers
04-18
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall





Traditional Duties
technical understanding
leadership
coordination & control
obtaining resources
administrative
04-19
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Nontraditional Duties
• cheerleader
• visionary
• politician
• risk taker
• ambassador

Identify and encourage their emergence

Encourage and reward risk takers

Remember the emotional connection

Free champions from traditional
management
04-20
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Four competencies determine a project
leader’s success:
1.
Understanding and practicing the power
of appreciation
2.
Reminding people what’s important
3.
Generating and sustaining trust
4.
Aligning with the led
04-21
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
o
o
o
Project work is becoming the
standard for many organizations
There is a critical need to upgrade
the skills of current project
workers
Project managers and support
personnel need dedicated career
paths
04-22
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Match personalities with project
work

Formalize commitment to project
work with training programs

Develop a unique reward system

Identify a distinct career path
04-23
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
1.
2.
3.
4.
04-24
Understand how project management
is a “leader intensive” profession.
Distinguish between the role of a
manager and the characteristics of a
leader.
Understand the concept of emotional
intelligence as it relates to how
project managers lead.
Recognize traits that are strongly
linked to effective project leadership.
5.
6.
7.
8.
04-25
Understand the implications of time
orientation on project management.
Identify the key roles project
champions play in project success.
Recognize the principles that typify
the new project leadership.
Understand the development of
project management professionalism
in the discipline.